50 Case Studies for Management and Supervisory Training

50 Case Studies for Management and Supervisory Training

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Case 12 (continued)

Beverly Becomes Supervisor

All these problems with Bob occurred before Beverly was made supervisor. Tony

explained the situation to Beverly before he hired her, because Bob had now been

transferred a second time to the newly formed Consumer Credit Sales group as

senior representative. He was given the temporary duty of running the sales group

until the permanent supervisor—soon revealed as being Beverly—arrived. Bob’s

job was the same kind of position he had filled in Credit Analysis: to train the sales

reps in Beverly’s sales group. But now, he was working for Beverly instead of

Beverly for him.

During the job interview, Tony told Beverly, “We considered Bob for the credit

sales manager’s job, but decided we just didn’t think he would work out as a super-

visor at this time. We did think that more responsibility might be what he needs,

though, so we made him senior representative.”

Tony told Beverly that as senior representative, Bob would have the three newest

sales reps work directly for him as trainees. Thus, Beverly would supervise Bob and

the other three CSRs directly; she would supervise the three trainee reps indirectly

through Bob. The chart below shows the organization of First Union’s Consumer

Credit Sales Division.

Division Manager

Chris Miller

Credit Analysis

Department

Assistant Manager

Tony Ianelli

Consumer Services

Department

Bob Watson

Senior CSR

3CSRTrainees

3CSRs

Supervisor

Collections

Beverly Wyman

Consumer Credit Sales

Four months after Beverly moved into the supervisory position, she was facing a

number of problems with Bob Watson. She believed that Bob could consistently be

a top performer if only he could get over his “attitude problem.” She thought that

although Bob realized he blew his chance for a management job because of his

erratic performance, he still felt cheated. He applied for other jobs in the bank at